Changes in person-organization fit: The impact of socialization tactics on perceived and actual P-O fit

Abstract

This study examines the impact of socially oriented socialization tactics on changes in newcomer perceived and actual value-based person – organization (P – O) fit, and on the relations between these two measures of fit. Newcomers' fit was measured at entry (T1) and again after 4 months (T2) using the organizational culture profile (OCP; Chatman, 1991). The results show that socialization tactics influence perceived fit, job satisfaction, and organizational commitment, but not actual fit. As hypothesized, perceived and actual fit become more congruent over time, suggesting a shift in newcomers' perceptions of the organization. Additional analyses were conducted to investigate the mediating influence of perceived fit on the relationship of investiture with job satisfaction and with organizational commitment and, for both outcomes, this was found to be significant. We discuss the implications for organization socialization procedures, research into newcomer entry using measures of actual and perceived fit, and HRM practices during the initial few months of organizational entry.